All right, good morning, everybody. Welcome to the 2022 Healthcare Conference. I'm pleased to introduce our first company this morning, Catalent. Before I turn it over to John, just a quick reminder, there's a submit question feature on the website for people that want questions answered. So with that, let me turn it over to John. Well, hello, everyone. Good morning. I'm very proud to represent Catalent today and share with you our growth story enhanced by our ESG journey. Before diving into the presentation, let me first draw your attention to slides two and three, which note our cautions regarding our use today of forward-looking statements and non-GAAP financials. I also encourage you to review our SEC filings to understand the risks and uncertainties that may bear on our operating results and financial condition, so now, turning to the presentation on slide four, Catalent is a purpose-driven service company and our mission is to help people live better, healthier lives. We accomplish this by partnering with our consumer health, biopharma, and cell and gene therapy customers to develop and manufacture consumer health products, small molecule drugs, biotherapeutics, cell and gene therapies, and products incorporating other novel modalities. Key to delivering on our mission is our corporate responsibility strategy, which is overseen by our board of directors and informed by key stakeholders. Our CR strategy focuses on three important areas: people, environment, and communities. In March, we'll be publishing our third corporate responsibility report, which will now also integrate reporting using the Task Force on Climate-Related Financial Disclosures framework, and will cover our most recent ESG achievements, some of which are highlighted here on slide five, including procuring 97% of our electricity usage from renewable resources since the beginning of our fiscal 2022, formally committing to the Science Based Targets initiative, earning certification as a top employer in the U.S. by the Top Employers Institute, making our largest ever total philanthropic contribution driven primarily by our response to COVID-19 in our communities, conducting a human rights impact assessment for our operations and supply chain as a follow-up to the publication of our first formal human rights statement in fiscal 2020, and championing transparent reporting of diversity inclusion data and demonstrating progress on D&I by increasing diversity of our leadership team and expanding our employee resource group network. We're currently on track to achieve our fiscal 2024 sustainability goals, including a 42% reduction of Scope 1 and Scope 2 emissions, no residual API in our wastewater above Predicted No-Effect Concentration, a significant reduction in our water usage intensity, and zero waste sent to landfills. Slide six illustrates how our mission and values, most notably our patient-first culture, which is focused on patient safety, impact, and outcomes, guided our rapid response to the pandemic and how that response demonstrated the depth of our capabilities. Our top priority throughout the pandemic has been to ensure the safety and well-being of our people. Without the persistence, dedication, and flexibility of our 17,000 employees, but particularly our frontline employees, we'd never have been able to not only keep our factories operating, but grow their capabilities and capacity to meet the needs created by this devastating situation. When the pandemic hit, Catalent had the facilities and experience to become a go-to partner for COVID response programs. And ultimately, we delivered well over one billion vaccine doses in calendar 2021. And in calendar 2022, we expect to deliver roughly two billion vaccine doses. We have the right people, processes, technologies, and capacity to help our customers. Additionally, our culture was one that was purpose-built to tackle hard problems, including how to scale up rapidly to meet the needs of a pandemic. Catalent is well-suited to working with customers on their largest, most complex challenges to find solutions for their problems. And no problem has needed more creative solutions than the global response to COVID-19, whose challenges could not have been so effectively met without Catalent in the broader CDMO industry. As a result of our response, Catalent's brand awareness has significantly increased with our key stakeholders, and the CDMO industry as a whole has been elevated from a perceived tactical resource to a true strategic partner. Importantly, our response also accelerated the returns on the strategic investments we've already made, enabling us to put additional cash to work to continue to drive our long-term growth and serve the future needs of our customers and their patients, while positioning us to deliver long-term value for our investors. Slide seven illustrates how the depth and breadth of our capabilities and scale enable Catalent to power biotech, pharma, and consumer health customers across the drug development cycle, from preclinical through commercial manufacturing across a wide range of modalities and therapeutic categories. We have 1,400 active drug development projects, which yielded roughly 150 product launches for our clients last year. Also, when looking back at the last 10 years, Catalent has assisted in nearly 50% of FDA approvals. From a commercial manufacturing standpoint, every year we reliably supply well over 70 billion doses across nearly 7,000 products, or roughly one in every 24 doses taken globally, impacting the lives of hundreds of millions of people each year. Turning to slide eight, diversification is a historical strength of Catalent. No matter how you segment our revenues, we have limited concentrations of risk. From a geographic standpoint, roughly 40% of our net revenue comes from outside the US, a division that is aligned with the Western biopharma industry. By product type, we're diversified across branded, biologic, generic, and OTC VMS products, and we recently further diversified our portfolio deeper into consumer health with the $1 billion acquisition of Bettera Brands, a leading developer and manufacturer of consumer-preferred gummies for nutraceutical, functional, and botanical extract products. From a product standpoint, of the nearly 7,000 products we manufactured in fiscal 2021, the largest was a COVID-19 vaccine, and it contributed less than 8% of net revenue. As it relates to activity, our revenue streams are also diverse, with commercial manufacturing and high-value development solutions, each representing roughly 45% of total revenues, with the remainder coming from our clinical supply services. With more than 1,000 current customers, our customer base is also very diverse. We partner with nearly all the top pharmaceutical companies, biotechs, generics companies, and consumer health companies. Turning to slide nine, Catalent is a leading player in a large and growing industry. We estimate that total spend by biopharmaceutical companies in the broad markets in which we participate was roughly $165 billion in 2021, with approximately $65 billion outsourced to CDMOs, an outsourcing rate that continues to increase and now sits at 39%. Now, there are several industry trends driving increased outsourcing and the long-term growth of the CDMO industry. One notable driver is that small cap and emerging biotechs have become an important innovation engine for big pharma, and these smaller companies rely heavily on CDMOs as development partners and for manufacturing capabilities and capacity. Next, the market is shifting to products based on more complex modalities, such as cell and gene therapies, that are outsourced at much higher rates. I'll provide more color on the cell and gene therapy market in a moment. Finally, the R&D pipeline is robust and growing, primarily driven by biologics, which is growing double digits and is expected to drive more than half of future pharma growth. Our strong performance and strategic investments have positioned us to capitalize on these favorable market trends. In addition to these trends, the effect of the pandemic caused some of these drivers to become even more pronounced, while also creating higher demand and raising the profile for Catalent and the CDMO industry at large. The vertically integrated pharma companies of 20 years ago would have been challenged to meet the unprecedented need for capacity, capability, and speed required for the rapid scale-up and production of vaccines and therapeutics at the rates needed to end this pandemic. Now, in cell and gene therapy, we estimate that two-thirds of volume is outsourced, with demand far exceeding current and anticipated future supply. This is driven by several factors, including those highlighted on slide 10. Funding for both cell and gene therapies is robust, with approximately 25% growth in both categories in 2021. This capital influx is leading to hundreds of new assets being funded and scores of new companies being created each year. We estimate that in the next five years, the number of gene therapies in the pipeline will increase by more than three and a half times to 2,900, and the number of cell therapies will more than triple to 4,700. Catalent's early and ongoing investments in these fast-growing advanced modalities are positioning us as the clear cell and gene therapy CDMO leader. Turning to slide 11, as we look forward to the future, we think it is also informative to look to the past. Just 15 years ago, there was still only a handful of modalities to address disease. Today, the industry is meaningfully broader and more complex. In five years from now, we expect to see a total transformation of the industry, with the number of modalities and, importantly, the complexity of those modalities increasing dramatically. For example, the mRNA vaccines that are part of the COVID-19 response are based on a completely new treatment paradigm. Another example is cancer therapy based on oncolytic viruses, using altered viruses to kill cancer cells. Slide 12 shows how at Catalent, we're particularly excited about this transformation because we've been at the forefront of scientific and technological innovation throughout our 85+ year history, and put simply, we believe that we're better positioned today than we've ever been in terms of our scientific and development capabilities. These capabilities, combined with our disciplined and focused approach to investment, are enabling us to collaborate with innovators to accelerate new, disruptive, and scalable technologies across new dosage forms and modalities. You can see just a handful of these examples here on the right-hand side of the page, but this is the work we're doing every day at Catalent to support our customers in the most comprehensive and highest quality way. Looking at slide 13, I want to reiterate why cutting-edge scientific and development capabilities are so important to our customers. We believe that Catalent has a unique ability to power and accelerate technology development for our customers across the entire breadth of our end-to-end solutions. Specifically, we've transformed our portfolio over the last five years by continually investing across modalities, including areas as diverse as consumer-preferred dosage forms like gummies to cell and gene therapies, including iPSC-based treatments that will soon be the leading edge of this exciting new treatment modality. We've been continuously increasing both the breadth and depth of our offerings in an increasingly complex space. Importantly, we've been able to balance organic and inorganic investments to drive innovation, and we're continuously looking into the future and focused on being the premier partner for the next phase of innovation. Just as importantly, we're able to deliver these best-in-class solutions to our customers on time and at scale, creating an enduring trust between Catalent and our customers that we think is a key differentiator within our industry. Slide 14 illustrates our strong positioning across key end market segments and how each of our business units plays a specific role in the Catalent portfolio. The biologics segment, which includes our drug product, drug substance, and cell and gene therapy offerings, has become our largest business segment. It's also our fastest-growing segment and is expected to be the primary driver of margin expansion for the company over time, as the investments we've made to scale the business continue to come online and their overall capacity utilization grows. Softgel and oral technologies have been the foundation of our stable base of long-cycle business, with the bulk of the nearly 7,000 commercial products we produce. We've been a market leader in softgels for more than 80 years, and this segment provides stable cash flow that allows us to invest in faster-growing, higher-margin businesses, including the gummy nutritional supplement business we bought just a few months ago. This strategic acquisition has led us to boost the segment's expected long-term revenue growth rate by several hundred basis points to 6%-8%. The oral and specialty delivery segment provides advanced formulation development and manufacturing across a range of technologies, including oral technologies such as our proprietary Zydis orally dissolving tablets, as well as respiratory and inhaled dose forms, and overall has a robust pipeline of more than 200 molecules. Finally, our clinical supply services segment provides manufacturing, packaging, storage, distribution, and inventory management for drugs and biologics in clinical trials. These are shorter-cycle services that touch the highest number of customers and offer opportunities for cross-selling services with our other segments. Turning to page 15, over the last five years, Catalent has made transformative investments that have shifted our technology portfolio to even more innovative and in-demand areas of drug development and manufacturing. Since fiscal 2016, we've deployed approximately $6 billion, including $4 billion for acquisitions, which have already shown strong returns and have created a platform for follow-on, high ROIC organic investments. Some notable acquisitions include our biologics facilities in Bloomington, Indiana, and Anagni, Italy. Our entry into the cell and gene therapy sectors, related acquisitions in adjacent areas, including plasmids, and most recently, our entry into the fast-growing gummy-based nutritional supplement sector. Over the same period, our capital expenditures were approximately $2 billion. As you can see by the list of some of our most recent organic investments, our CapEx has been overwhelmingly weighted over the last few years towards growth buildouts in biotherapeutics and cell and gene therapies, which will help meet patient and customer demand and substantially add to our long-term value creation. We've substantially strengthened our financial position over the last several years, as shown on slide 16. Our offensive balance sheet actions over this period have driven our net leverage ratio down, even as we continued executing strategic M&A and elevated levels of organic investments. When you combine our large cash position, which was still over $1 billion following the October 1st acquisition of Bettera Brands, with the fact that we're currently operating at our net leverage target of three times, we have a lot of firepower and flexibility should we need it for the right external target. As you can see on slide 17, we've experienced robust revenue and EBITDA growth over the last several years, which has overwhelmingly been driven organically. And we're on track for continued growth above our long-term target growth rates in fiscal 2022. Turning to slide 18, in January of 2020, just weeks before the first COVID-19 patient was identified here in the U.S., we provided investors for the first time with our fiscal 2024 targets. Our net revenue target of $4.5 billion represented more than a 50% increase from our trailing 12-month revenue at the time. We also projected our adjusted EBITDA margin to expand several hundred basis points to 28%, driven by an increased EBITDA margin in the faster-growing biologics offerings. Given our robust growth since announcing these targets, our fiscal 2022 guidance, which we are reaffirming today, forecasts that net revenue this year will already exceed the previously issued 2024 target, and we're also tracking to meet two years earlier our prior fiscal 2024 adjusted EBITDA target. Our business mix has changed since January 2020, when our biologics segment provided a quarter of our net revenue. Now it's 50%. This is due to the wide range of growth rates among our service offerings as a result of the pandemic, our M&A activity, and other factors. We said then that our biologics segment would come to represent half our revenue by 2024. Our biologics business already represents roughly half of the company's revenue, again, more than two years ahead of our target. As we've exceeded the fiscal 2024 net revenue target we provided in January of 2020, and we're on track with margin, we're no longer going to discuss fiscal 2024 targets, and we'll now instead introduce targets for fiscal 2026, which are 8%-10% annual organic revenue growth when viewed over the long term, delivering more than $7.5 billion in revenue, inclusive of M&A activity, with an adjusted EBITDA margin of approximately 30%. We believe our accelerated progress towards our fiscal 2024 targets, which was strengthened by our powerful and robust response to the challenges of the COVID-19 pandemic, exemplifies our capability to deliver for all our stakeholders, and we look forward to now delivering on our fiscal 2026 targets. Tycho, before turning it over to you for Q&A, I'd like to make a few comments regarding our board's recent unanimous appointment of Alessandro Maselli, who served as Catalent's President and Chief Operating Officer for the last three years as the company's next CEO starting on July 1st. There are many accomplishments by the Catalent team that I'm proud of during my 12 years as Catalent's CEO, and high on the list would be our thoughtful and thorough succession planning process. Alessandro's career has prepared him systematically for his next role, and now, over the next six months, Alessandro and I will work closely together, as we always do, to implement a seamless transition. During this period, I will continue to actively lead Catalent as CEO with the same responsibilities as before and will then remain a Catalent employee when my role shifts to Executive Chair. I'm excited for Catalent's future under Alessandro's leadership, and I have every confidence that he will maintain the company's record of performance and growth. Our CEO succession announcement, along with all the other points that I've made today, show why Catalent's future is very bright. I now look forward to the Q&A session. Thanks, John. Great overview. Maybe I'll start on the transition point. I know this has been a well-orchestrated transition when you brought Alessandro on three years ago. Maybe just talk about why this is the right timing from your perspective. Yeah, sure. So first of all, I would say that I absolutely feel great with where the company is at this point, given its growth, profitability, and investment to date. It really makes sense to refresh the leadership after 12 years at the helm, particularly when I know that there's a very capable leader in place to carry us forward. This ensures stability and continuity for Catalent and confidence for investors. And I have to say, I will be staying on and continuing to add value to Catalent as an employee and an executive chair, but just have to say, it's been a terrific process. I couldn't be more complimentary towards our board. If you take a look at a board's responsibility, first and foremost is, do they have the right CEO? Do they have succession plans in place for that CEO? Unfortunately, many companies fall down on that point, having to hire somebody externally. In a company like Catalent, with our level of complexity, being able to take someone like Alessandro, who's literally started off at the site level, worked his way up to larger sites, then running multiple sites, then becoming our SVP of Operations, and then ultimately becoming our President and COO, where over the last three years, he's basically been running Catalent, having ownership for all of our business units, our marketing, our sales, our operations, and our quality, so Alessandro and I have literally worked side by side for a decade, literally side by side over the last three years, and certainly, he's been a key partner for me, for our ELT, and also for our customers specifically throughout the pandemic, and if you were to call up one of our customers and talk about who was critical that they were working with, it was Alessandro. You can call Moderna. You can call Johnson & Johnson. You can call AstraZeneca. You can call a myriad of our customers. So I feel absolutely, again, great about Alessandro and what he's going to be able to do taking this company into the future. And again, I feel absolutely great about where Catalent is, our strategic plan, the investments we've made. We're on a great trajectory for growth, and it's a perfect time, again, to refresh the leadership after 12 years in the CEO seat. Great. Let's maybe hit on some of the updates then from the presentation. When you originally gave guidance, you didn't bake in COVID tailwinds, or you didn't break them out explicitly. Now you're talking about 2 billion doses. I guess as we think about the net effect here, is it fair to assume that COVID tailwinds could be more meaningful this year versus last? And then how are you thinking about durability? I mean, do you think we're entering a period of annual booster shots around the pandemic? Well, let me step back at a very big level and just say that the mRNA vaccines have become a new therapeutic category, right? And I would also say that we really see, from a pandemic standpoint, we really see that this is going to be endemic and that there's going to be significant need for additional vaccines for variants, boosters, and much of the world is still not vaccinated. So quite frankly, as we look at this from a Catalent standpoint, certainly, we're going to make almost twice the number of doses this year as we made last year, and we also see this as really an enduring franchise and, quite frankly, part of the base business. Longer-term durability of that vaccine demand? I mean, what are you hearing from your customers in terms of how they're thinking about it beyond 2022 at this point? Well, I would just say that, again, boosters and variants and getting the rest of the world vaccinated is still a very, very tall task. So I would just say that we do see continuing demand into 2023, and as I said, we see this as an enduring franchise for Catalent. Can you also talk to current capacity being utilized for vaccine production and the ability to pivot that capacity to other products if vaccine demand does start to wane more quickly? First of all, I'll say that the reason that we got into a pole position when the pandemic hit, becoming the go-to companies for COVID-related therapies and vaccines, is because we had proactively put in place capacity and capabilities that we saw needed because of the pipeline that we had. So I would say that the capacity that we put online was going to be purposed for pipeline that we already had that had to be pivoted towards the vaccine manufacturing. And the way that we've been talking about this is that what COVID has done for us, we've never talked about a COVID cliff within Catalent because, from our standpoint, all COVID ended up doing was accelerating the investments that we already had in process for our pipelines. And then, quite frankly, it allowed us to invest even more as more capacity needs were needed for the vaccines. Plus, we need to be able to satisfy that pipeline going forward. We've made some tremendous investments in our Bloomington facility, both in Bio and now prefilled syringe in that site. I've also made investments in our Anagni site. From a Catalent perspective, one of the things that has allowed customers to come to us is that we always had the capability and capacity when it was needed. You can always count on Catalent looking into the future, not kind of building it and they will come. We really have a very strong view of what that pipeline is for the future, and by having that capacity available, we're able to really suck in a lot more of the pipeline that is out there from our customer standpoint. We have absolutely no concerns about fallow capacity, specifically in the drug product area, whether it be vials and prefilled syringes. We do see a couple of things happening that's worth mentioning. Number one, I have to remind people that Catalent is not paid by the dose. We are paid by the vial or by the prefilled syringe. Even as there may be conversations about reducing from 14 to five or 10 to two, whatever those reductions are going to be, Catalent is paid to fill a vial or paid to fill a syringe. In some cases, even as dose counts go down for certain customers, in theory, from a Catalent perspective, we could be flat to actually increasing based upon what's happening to the overall format. I think it's a really important point to make out. And then, again, the capacity that we have is going to be well utilized into the future. And as I said, I think we really see this as an enduring franchise. You can see discussions about combining flu and COVID doses together. Certainly, Omicron is going to need a variant. We're hearing talk about additional boosters. And again, it all bodes well for Catalent, both in terms of that franchise as well as having the capacity for our existing customers, where we can't forget, outside of COVID, disease is still continuing on, right? Other diseases aren't stopping. So our ability to fulfill those customers' needs, both in drug product, drug substance, and also, again, across multiple formats, is really crucial. And I know you mentioned you're not worried about fallow capacity, but you've got a number of ongoing capacity expansion projects underway. To what degree are these already kind of spoken for? Is that capacity already kind of spoken for? And how do you think about organic versus inorganic capacity adds going forward as well? Yeah. So first of all, I have to, again, remind everybody that my approval limit for CapEx is $25 million, which means that anything above $25 million, we're taking to our full board of directors. To be able to both get to me at the $25 million level as well as to get to our full board of directors, we've got to have a business case that clearly shows pipeline coming into those assets, when they're going to be filled, and what that overall business case returns are going to be, which I would tell you are quite robust. It's really looking at what is the future demand combined with pipeline that we already see that ends up having us put additional lines in place. Quite frankly, hats off to Alessandro, who during the pandemic was able to literally find some of these filling machines and grab them as quickly as possible. I know a lot of other people would have liked to get his hands on it, but he's got great relationships with our suppliers and just has a great view of where things are at. We were able to grab some of those to be able to put them in place. Again, hats off to you, Alessandro, on that. Again, pipeline plus future demand based on our business case is how we put these things in place. Organic versus inorganic, let me tell you, I will take organic hands down every time because we have control of that investment. We're not paying a 20-25 multiple for it. We will absolutely do that for the right asset when it brings in capability, provides us some geographic expansion, certainly looking to do that in Europe. But when we have an organic CapEx investments, the returns that we get on an investment, if the building already exists, can be a two- to three-year payback. If we have to build greenfield, it could be longer in terms of five- to seven. But you compare that against a 25 multiple on an inorganic, and hands down, we will choose the organic. And that's quite frankly why you see we've got elevated CapEx spend. We're spending about 15%-16% of our revenues. We spent nearly $700 million of CapEx in our fiscal 2021. We'll be spending, again, nearly $700 million in our fiscal year 2022. We love it because we are in control. We have a business case. We have pipeline. And again, it really adds to a lot of the future growth of the company. And thank God we had done that looking back four and five years ago in terms of what it allowed us to do in preparation for an unknown pandemic at the time. You mentioned in the presentation, I think you're expecting kind of 35% growth in cell and gene therapy. Can you just talk on capacity for Paragon, MaSTherCell, how you're feeling about those assets and incremental needs there? Yep. So first of all, I have to start with the comment that hands down, we are going to be the leading CDMO in cell and gene therapy, period. We got a great asset when we bought Paragon, and I would say that when we bought them, we had basically two commercial suites that were coming online. And then we authorized and implemented up to 10. So we added eight additional suites. We then ended up planning for an additional five, and we've now expanded that by another three. So we're going to have a total of 18 suites. And you heard in my comments during the presentation that there's going to be a tripling of the number of both gene and cell therapy assets that are out there as we kind of look forward to the future. So from our standpoint, again, it's based upon pipeline. We have several customers that are going to have potentially large commercial production that is going to necessitate that level of capacity. As you know, we were, I think, one of the first, if not the first, CDMO approved commercially for a gene therapy. On the cell therapy side, we also feel great about this business. We got into this business, I would say, earlier than we got into gene therapy. So there's more work to do in terms of driving the overall growth and profitability of the business. But the cell therapy area, quite frankly, we're also adding significant commercial capacity. And right now, I would tell you, it's being sought after quite strongly. So we feel great about both the gene and cell therapy and the capacity that we're putting on board. And right now, absolutely, demand is exceeding the supply that is out there. As you know, for the cell and gene therapy space, there's about 70% of it is outsourced. That's only increasing. And I think when you take a look at kind of the overall future growth of the company, gene and cell therapy is going to be a big part of that under our biologics umbrella. Great. Maybe just quickly shifting over to SOT, just curious if early feedback on the Bettera acquisition and how is that market growing over 20%? I think a lot of people were surprised that the gummy market could actually be putting up numbers like that. Well, I had three gummies yesterday myself, so. Not going to ask. If you're not on some sort of sleep aid or appetite deterrent, you should be. But look, it's a hugely growing and accepted dosage form. I mean, instead of swallowing something, chewing something that has great flavor and texture is the way to go. So it's been growing at a 20% clip. There's 30 billion doses that are out there. I would say early feedback on Bettera is we love it. We're going to be investing aggressively in it organically to significantly increase capacity. And we have substantial growth plans in place, which allowed us, going back to November, to not only increase the long-term growth rates of our SOT business from three to five to six to eight, it actually allowed us to increase the overall long-term guidance of the company to eight to 10%, Bettera along with the great momentum that we continue to have in our biologics business. So early feedback, love Bettera. And again, Tycho, you should try some of the sleep aids if you have any trouble with that. Great. I know we're going to run out of time. Just one clarification. Got an investor question on the guidance. Is the 2 billion in vaccine doses already incorporated into the 2022 guide? And is it right to assume there's a doubling in COVID revenues given that doses are doubling? I'll just say that what we've already presented with regards to the vaccine doses is already baked into our fiscal year 2022 guidance. Yeah. The only thing I'll add to that, John, is that reference on the roughly 2 billion doses is calendar year, not fiscal year, is the first point. And then I just want to reiterate the comments John made earlier around Catalent's economics and how we're paid on the Bio and the unit basis versus that of the dose basis. Got it. And then the longer-term guide, I know you say organic in the slide, but the CAGR from 2022- 2026 is over 12%. And you're saying enhanced through M&A. So how do we think about the inorganic contributions to the longer-term outlook? Well, again, when you take a look at the 8%-10% growth rate, assume we grow at the high end of our long-term guidance and add some additional tuck in M&A. And when you take a look at Catalent's M&A activity over a 3-5 year period, it's not very hard to fill in any gap between even being at the high end of our long-term guidance rate and the $7.5 billion, which we feel very comfortable about, especially given the fact that we've already basically exceeded our 2024 guidance, which when we put out in January of 2020, my first breakfast question, if you recall, Tycho, was, "Well, how do you get there?" I'm sure you remember that question. Great. Well, I appreciate you guys taking the time. I know we hit the end of the session, so I think we'll leave it at that. I could do it. Thanks. All right. Excellent.